The programmes that put organisations together - properly

What we do

• Group model design - the strategic, structural, governance and operational design of a group of NHS organisations.
• Merger / acquisition programmes - leading the full lifecycle of a formal merger or acquisition, from strategic case through to Day 1 and beyond.
• Provider collaboratives and formal partnerships - the operating models, governance and delivery routes for less-than-merger integration.
• Integration operating models - how the day-to-day work of two, three or more organisations actually integrates once the deal is done.
• Cultural integration - the human dimension of putting organisations together, which decides more than any structure ever does.
• Post-integration assurance - the twelve-to-twenty-four months after a merger, when the real work of integration happens.

How we work

We are careful and clear-eyed about integration. NHS integration programmes fail more often than they succeed. We say what we see, including when the strategic case for a proposed merger or group model is weaker than the board thinks.

We treat cultural integration as first-class. Structural integration is the easy bit; cultural integration decides whether the group actually works. Our workforce practice - particularly the OD and change strands - is woven through every integration programme we lead.

We work with regulators sensibly. Integration programmes are heavily scrutinised. We know the framework and coordinate the regulatory and assurance work as part of the programme, not as a separate track.